DESTINATION DEVELOPMENT STRATEGY - WEST KOOTENAY / REVELSTOKE - DESTINATION DEVELOPMENT ...
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WEST KOOTENAY / REVELSTOKE DESTINATION DEVELOPMENT STRATEGY
MONASHEE MOUNTAINS
Photo: Ryan Creary
DESTINATION BC
Seppe Mommaerts
MANAGER, DESTINATION DEVELOPMENT
Jody Young
SENIOR PROJECT ADVISOR,
DESTINATION DEVELOPMENT
destinationdevelopment@destinationbc.ca
KOOTENAY ROCKIES TOURISM
Emilie Cayer-Huard
INDUSTRY & DESTINATION
DEVELOPMENT SPECIALIST
250 427 4838 Ext.206
Emilie@kootenayrockies.com
MINISTRY OF TOURISM,
ARTS AND CULTURE
Amber Mattock
DIRECTOR,
LEGISLATION AND
DESTINATION BC GOVERNANCE
250 356 1489
amber.mattock@gov.bc.ca
INDIGENOUS TOURISM
ASSOCIATION OF BC
604 921 1070
Info@IndigenousBC.com
WEST KOOTENAY/REVELSTOKE | 2
TABLE OF
CONTENTS
I. EXECUTIVE SUMMARY......................................................................1 7. STRATEGY AT A GLANCE.............................................................. 35
a. The West Kootenay/Revelstoke Area
— A Distinctive Destination 8. STRATEGIC PRIORITIES................................................................. 36
b. Destination Development in the West Kootenay/Revelstoke 8.1 Theme 1 — Improve Access, Signage and Infrastructure
Area — A Distinctive Direction 8.1.1 Access
8.1.2 Signage
II. ACRONYMS..........................................................................................7 8.1.3 Infrastructure
1. FOREWORD AND ACKNOWLEDGEMENTS...........................8 8.2 Theme 2 — Improve Business Operating Conditions
8.3 Theme 3 — Enhance Experiential Quality and Variety
2. INTRODUCING THE STRATEGY..................................................10 8.3.1 Experiential Quality
2.1 Destination Development Defined 8.3.2 Experiential Variety
2.2 Program Vision 8.4 Theme 4 — Protect the environment and pursue
2.3 Program Goals environmental sustainability
2.4 Methodology — Planning Process 8.5 Theme 5 — V alue and maintain small-town character and
2.5 Key Outputs community sustainability
8.6 Theme 6 — M anage the destination collaboratively and
3. ALIGNMENT........................................................................................ 15 effectively for mutual gain
8.7 Catalyst Projects
4. SUCCESS NETWORK........................................................................17
9. MEASURING AND MONITORING SUCCESS........................57
5. A DISTINCTIVE DESTINATION..................................................... 19
5.1 Overview of the Planning Area 10. PROVINCIAL INITIATIVES............................................................. 58
5.2 Core Attractors/Demand Generators
11. IMPLEMENTATION AND FUNDING.......................................... 61
5.3 Access and Key Infrastructure
5.4 SWOT Summary APPENDIX................................................................................................. 63
5.5 Destination Potential Appendix A: Planning Process
Appendix B: Planning Issues and Considerations
6. A DISTINCTIVE DIRECTION......................................................... 28 Appendix C: Objectives by Priority and Implementation Timing
6.1 A Strategic Vision for Today and Tomorrow
6.2 Overarching Goals
6.3 Guiding Principles for Destination Development
6.4 Planning Considerations
6.5 Strategic Priorities
6.6 Interaction of Development Themes and Experiences
FRONT COVER PHOTO: IDAHO PEAK LOOKOUT, Kari Medig
(C) 2017 — Destination BC Corp. All rights reserved. No part of this guide may be reproduced in any form or by any means, electronic or mechanical,
without permission in writing from Destination BC. This guide is produced to provide information to assist tourism operators in British Columbia.
Destination BC does not endorse, recommend or assume any liability for any of the operations or organizations referenced in this document. Super,
Natural; Super, Natural British Columbia; HelloBC and Visitor Centre and all associated logos/ trade-marks are trade-marks or Official Marks belonging
to Destination BC Corp.
EXECUTIVE
SUMMARY
DESTINATION Tourism is a pillar of British Columbia’s
DEVELOPMENT IS economy employing more than 127,500
THE CONSCIOUS people annually through 19,000 businesses
AND CONTINUOUS that, together with the support of government,
PROCESS OF
generate $15.7B1 in revenue annually with $7.4B
COORDINATING
of value added to the BC economy as measured
AND DEVELOPING
THE TOURISM through GDP (in 2007 constant dollars).
INDUSTRY TO The Destination Development Program four planning area strategies will be
STRENGTHEN is a critical part of Destination BC’s
corporate strategy to facilitate the
facilitated in the Kootenay Rockies
tourism region: West Kootenay/
THE VISITOR collaboration of local, regional and Revelstoke, the Columbia Valley,
provincial agencies, First Nations, Highway 1 Corridor and the Highway 3
ECONOMY. destination marketing organizations Corridor. Together these will form the
(DMOs), tourism operators, and other foundation for a regional destination
community interests to guide the development strategy. This regional
long-term growth of tourism experiences destination development strategy will
and revenues. inform a provincial strategy.
The West Kootenay/Revelstoke Launched in July 2016, this project
strategy is one of 20 provincial involved an iterative research methodology
strategies that will be produced. In total, of stakeholder interviews, community
1
Government of British Columbia. (2017, March). Jobs plan tourism sector
profile.pdf. A publication of the Ministry of Jobs, Tourism and Skills Training.
WEST KOOTENAY/REVELSTOKE | 1
meetings, online surveys, and working group discussions that A. THE WEST KOOTENAY/
complemented the review of multiple plans, studies, documents,
and research. There are three key outputs created through
REVELSTOKE AREA — A
this process: DISTINCTIVE DESTINATION
1. An asset inventory of accommodation, tourism businesses The West Kootenay/Revelstoke planning area offers visitors a
and attractions, tourism organizations, food and beverage magnetic combination of natural and cultural experiences — a
establishments, parks and recreation sites, sports and truly unique vibe alongside access to an immense natural
arts facilities, meeting facilities, transportation, and playground. Epic powder snow, mountains and trails, lakes,
visitor services. and rivers form the core of its natural advantage. Cultural
strengths lie in the depth of the area’s arts, culture and
2. A Situation Analysis that provides detailed insights of the heritage, including an emerging agri-tourism and culinary
industry and Kootenay Rockies tourism context. The situation scene. The area also provides an immersive, rejuvenating
analysis also includes a planning area assessment which led to experience by providing access to natural and resort style hot
planning considerations that informed the strategy. springs, spas and wellness practitioners. This experience is
strengthened by enjoying the area’s backcountry and the
3. The Destination Development Strategy.
delight offered through the zen sports of paddling, hiking,
and climbing.
FIGURE 1: OUTDOOR RECREATION CULTURAL EXPRESSION
Motivating Deep Powder Arts, Culture,
Experiences Snow Heritage
• Backcountry • Artisans
Touring • Museums
LOVE & LIVE • Skiing/Boarding
THE WEST KOOTENAY WELLNESS
Mountain • Doukhobours
• Heli/Cat Ski
Rejuvenation
LOCAL and Trails
• First Nations
• Spas
• First Nations
• Hiking • Ghost Towns
• Hot Springs
• Provincial Parks • Galleries
• Boutiques
Lakes & Rivers
EMBRACE • Mountain Biking
• Paddling
• Retreats
Agri-tourism
DIVERSITY • Rock Climbing
• Angling
• Retail
• Dining
• Camping • Backcountry
Immersion • Farm to Table
QUIET
AUTHENTIC EXPERIENCERS CULTURAL EXPLORERS
SLOW DOWN
& BREATHE
THE WEST
FREEDOM
OUTDOOR
RECREATION x CULTURAL
EXPRESSION + KOOTENAY = WELLNESS
VIBE
TO BE
WEST KOOTENAY/REVELSTOKE | 2
B. DESTINATION Five community meetings, two webinars,
DEVELOPMENT
IN THE WEST two stakeholder surveys, numerous
KOOTENAY/ one-on-one interviews and working group
REVELSTOKE discussions, led to the creation of a vision
AREA — A
DISTINCTIVE story for the area:
DIRECTION
“The West Kootenay/Revelstoke area is while renewing themselves and
a destination of awe-inspiring beauty reconnecting through physical
— a place to be nurtured and that, in activity, quiet contemplation, and
return, nurtures those who visit, and cultural expression.
those who remain. Passionate travellers
with a sense of adventure, and those There is a spirit of innovation here
seeking discovery both beyond the — entrepreneurs who share community
horizon and within themselves, are values are welcomed and supported.
drawn here for the area’s remarkable The visitor economy is embraced by
outdoor recreation and the welcoming many as a means to sustain their
eccentricity of its many small communities lifestyle through a steady flow of
— each offering their own interpretation multi-night stays of travellers through
of the ever-present “Kootenay vibe.” the region. Service standards are high
and the area leads British Columbia in
This vibe is expressed vividly in the Net Promoter Score.
many cultural, artistic, and culinary
offerings shared with visitors. The vibe is West Kootenay/Revelstoke visitor
rooted in its rich history and heritage experiences are many and varied. Yet
that continues to be celebrated. This is they share a commitment to authenticity
a place of storytelling. These stories and that which is real and local. And
include those of the Ktunaxa and Sinixt that which is local, is world-class.
who have a visible presence in their World-class deep snow and big mountain
traditional territory. Relationships with adventure. World-class trail networks
these First Nations are caring, strong, for mountain biking, hiking, and road
and respectful. biking. World-class field to table culinary
experiences. World-class health and
Residents of the West Kootenay/ wellness that includes the area’s remarkable
Revelstoke area relish living here but hot springs and spas. The area’s health
also understand the importance of the and wellness extends to include zen
visitor economy. They support efforts sports and backcountry immersive
to share this special place with those experiences where deep personal
that like themselves are passionate, reflection and growth can occur.
value kindness, and accept diversity.
They extend their welcome to those Everyone, from residents, to seasonal
visitors who wish to contribute to the staff, to elected officials, understands
stewardship of the land and waters, that the delivery of world-class is a
WEST KOOTENAY/REVELSTOKE | 3
shared responsibility — collaboration is • The need for visitors and residents
essential and is the norm — collaboration alike to retain the ability to reconnect
between individuals, between businesses, through nature and find peace/quiet
between users of the land base, and • The need to retain the essence of
between communities. There is no need discovery and adventure that defines
to compete with each other. Our this place
competition is other international
ecotourism destinations. Keeping the • Innovative thinking
visitor within the West Kootenay/ • Understanding of the power
Revelstoke area, and moving them from of collaboration
one community to the next, is always at The established destination
the top of everyone’s mind.” development goals for the area are
aspiring, yet realistically achievable.
AS THE JOURNEY TO There are eight overarching goals to be
REALIZE THIS VISION monitored as implementation proceeds:
1. Increase the economic value of tourism
STORY PROGRESSES
CHOICES WILL NEED 2. Increase overnight stays in the
shoulder season
TO BE MADE AND
3. Increase average length of stay in the
PRIORITIES SET. planning area
The following guiding principles were
4. Increase average visitor yield
developed, by partners, to guide the
area’s decision-making. Destination 5. Increase awareness of West
development in the West Kootenay/ Kootenay/Revelstoke as a preferred
Revelstoke planning area will be travel destination
guided by:
6. West Kootenay/Revelstoke
• Respect for all residents and visitors,
communities are ranked among the top
including First Nations
Net Promoter Scores in British Columbia
• Appreciation and respect for
community values and community 7. Increase number of tourism
distinctiveness businesses open and viable at least 9
months of the year
• Understanding of the essential need
to protect the environment and 8. Increase number of year-round
maintain ecosystem health tourism job opportunities
WEST KOOTENAY/REVELSTOKE | 4
FIGURE 2: STRATEGIC PRIORITY AREAS SPECIFIC TARGETS
Strategic 1 ACCESS/SIGNAGE/ Secure reliable and timely access to and within the West
INFRASTRUCTURE Kootenay/Revelstoke area
Priority Areas Offer accurate, visitor-friendly wayfinding and signage
Develop well planned, well-located amenities and
infrastructure to support quality travel experiences
2 CREATE AN ATTRACTIVE Year-round skilled staff
BUSINESS CLIMATE FOR
Access to affordable housing
NEW AND EXPANDING
TOURISM BUSINESSES Supportive communities/local governments
3 ENHANCE EXPERIENTIAL Invest in service excellence and offer affordable training
QUALITY AND VARIETY programs to employers/staff
Develop and offer additional year-round, memorable
experiences true to the Kootenay vibe
Trail based experiences (hiking, mountain biking, trail
running, mechanized in identified zones)
• Water based experiences on lakes and rivers (boating,
paddling, angling)
• Health and wellness experiences (hot springs, spa, zen
sports, backcountry, etc.)
• Agriculture and agri-tourism including local cuisine,
field to table experiences
• Arts, culture, heritage including festivals and events
and Indigenous cultural experiences
• Soft adventures
4 PROTECT THE Land use plans that recognize sensitive zones
ENVIRONMENT,
Adequate monitoring and enforcement of use of resources
EDUCATE AND PURSUE
ENVIRONMENTAL Air and water quality are being measured
SUSTAINABILITY
Strong working relationships between tourism industry
and local environmental groups and First Nations
5 VALUE AND MAINTAIN Tourism is documented in official community plans
SMALL TOWN CHARACTER
Residents understand and support tourism
AND COMMUNITY
SUSTAINABILITY Low commercial vacancy rates in downtown cores
Strong volunteer base to support experience delivery
6 MANAGE THE DESTINATION Increase in the number of inter-community
COLLABORATIVELY AND collaborative projects
EFFECTIVELY FOR THE
BENEFITS OF RESIDENTS, Increase in the value of leverages resources that
TOURISM BUSINESSES, are deployed
AND VISITORS
WEST KOOTENAY/REVELSTOKE | 5
FIGURE 3: STRATEGIC PRIORITIES
Destination
Success RELATIONSHIP &
COLLABORATION
COMMUNITY
SOCIAL & ENVIRONMENTAL
SUSTAINABILITY SUSTAINABILITY
WEST
KOOTENAY/
REVELSTOKE
DESTINATION
SUCCESS
BUSINESS ACCESS,
OPERATING SIGNAGE
CONDITIONS INFRASTRUCTURE
EXPERIENTIAL
QUALITY &
EXPERIENTIAL
VARIETY
Within these six strategic priority areas Success networks represent the clusters
are 98 recommended objectives. of businesses and organizations (private
For each objective, a success network sector, government, and not-for-profit)
of organizations is identified to who will have shared responsibility of
bringing the opportunity to fruition.
advance implementation.
WEST KOOTENAY/REVELSTOKE | 6
ACRONYMS
AGRI Ministry KRT Kootenay
of Agriculture Rockies Tourism
CBT Columbia Basin Trust MRDT Municipal Regional
DBC Destination District Tax
British Columbia OCP Official Community
DC Destination Canada Plan
DMO Destination RMI Resort Municipality
Marketing Organization Initiative
ENV Ministry of TAC Ministry of Tourism,
Environment & Climate Arts & Culture
Change Strategy TIABC Tourism Industry
FIN Ministry of Finance Association of
British Columbia
FLNR Ministry of Forests,
Lands, Natural Resource TRAN Ministry
Operations & Rural of Transportation
Development & Infrastructure
IRR Ministry of VC Visitor Centre
Indigenous Relations WD Western Diversification
and Reconciliation
ITBC Indigenous
Tourism Association
of British Columbia
WEST KOOTENAY/REVELSTOKE | 7REVELSTOKE MOUNTAIN RESORT
Photo: Ryan Creary
1
FOREWORD AND
ACKNOWLEDGEMENTS
FOREWORD The West Kootenay/Revelstoke Destination
Development Strategy was guided by input
from over 100 tourism partners, representing
diverse communities, organizations, businesses,
interests, and passions.
We thank the First Nations on whose
PARTICIPATED IN
traditional territories we traveled
and gathered for our community WEBINARS, HOSTED
meetings including Ktunaxa Nation
SITE VISITS, AND
and Sinxt Nation.
RESPONDED
THANK YOU TO THOSE TO SURVEYS.
TOURISM PARTNERS, The participation of all partners
WHO ATTENDED throughout the process was invaluable,
but it is important to note that no
PLANNING WORKSHOPS, endorsement of this strategy or any
CONDUCTED INTERVIEWS, action listed within was obtained.
WEST KOOTENAY/REVELSTOKE | 8VALHALLA PROVINCIAL PARK
Photo: Kari Medig
ACKNOWLEDGEMENTS
Members of the West Kootenay/
Revelstoke Destination Development
Working Group provided final
recommendations for the strategies
and prioritizations:
• Dianna Ducs, Executive Director,
Nelson Kootenay Lake Tourism
• Andrea Ryman, Marketing
Coordinator, Destination Castlegar
• Lisa Cannady, Project Coordinator,
Imagine Kootenay/Community
Futures
• Kristi Calder, Marketing Coordinator,
Tourism Rossland
• Amanda Murphy, Recreation and
Cultural Services Coordinator,
Village of New Denver
• Jan McMurray, President, Slocan
and District Chamber of Commerce
• Meghan Tabor, Manager,
Tourism Revelstoke
• Wendy Anderson, Instructor,
Selkirk College
• Richard Toperczer, Regional
Manager, Economic Development
Division Ministry of Jobs, Tourism
and Skills Training
• Rebeckah Hornung, Manager,
Sales and Marketing, Whitewater
Ski Resort
• Gina Medhurst, President, Kootenay
Lake Chamber of Commerce
Special thanks are offered to the
facilitator of the West Kootenay/
Revelstoke destination development
process: Suzanne Denbak,
Cadence Strategies.
WEST KOOTENAY/REVELSTOKE | 92
INTRODUCING
THE STRATEGY
KOOTENAY ROCKIES
Photo: Ryan Creary
2.1 DESTINATION The West Kootenay/Revelstoke Destination
DEVELOPMENT
DEFINED Development Strategy was developed as
part of Destination BC’s Destination
Development Program. Destination BC’s
Destination Development Program offers
planning assistance to support the ongoing
viability of BC’s tourism sector.
This strategy is intended to enhance the Destination development is the
planning area’s competitiveness as a mechanism that ensures the natural life
tourism destination over the next 10 cycle of a destination is managed to
years. Destination BC completed an remain desirable and competitive for
extensive consultation process to the ever-changing consumer. Destination
gather input into the program and its development happens when industry
process. The destination development and government work together to enhance
planning process is led by consumer the quality of visitors’ experiences by
insights and behaviours. The planning ensuring tourism products, services,
process is flexible and able to meet the amenities, and practices meet and exceed
distinct needs of tourism regions. visitor expectations.
WEST KOOTENAY/REVELSTOKE | 10FIGURE 4: Tourism has two primary revenue drivers
Tourism Revenue — supply and demand. Creative marketing
Drivers efforts strive to generate short-term
demand for a destination and create
immediate urgency for people to want to
DEMAND
visit. Destination development focuses on
MOTIVATING the supply side of tourism by providing
INTEREST /
PREFERENCE
compelling experiences, quality infrastructure,
and remarkable services to attract new
visitors and entice repeat visitation.
+ IN THIS AGE OF NEAR There are four dimensions to supply
that are considered in destination
INSTANTANEOUS development planning: infrastructure
SUPPLY SHARING VIA SOCIAL (which is often public in nature and
used by residents as well as visitors), the
MEDIA NETWORKS LIKE regulatory environment, the visitor
CREATING experience, and the state of the
FACEBOOK AND TWITTER
A COMPELLING industry’s ability to compete (Figure 5).
VISITOR AND THE ABILITY OF
The Destination Development Program
EXPERIENCE TRAVELLERS TO REVIEW is a critical part of Destination BC’s
THEIR DESTINATION corporate strategy and facilitates the
collaboration of local, regional and
=
EXPERIENCES ON THIRD- provincial agencies, First Nations,
PARTY PLATFORMS LIKE destination marketing organizations,
tourism operators, and other community
TRIPADVISOR, THE interests. By considering all four of
RESULT QUALITY OF THE supply dimensions, destination
development is able to guide the long-term
DESTINATION AND THE growth of tourism experiences
INCREASED EXPERIENCES IT OFFERS and revenues.
ECONOMIC
SOCIAL IS NOW AN ESSENTIAL
+ CULTURAL ELEMENT OF THE
BENEFITS MARKETING TOOLBOX.
WEST KOOTENAY/REVELSTOKE | 112.2 PROGRAM VISION At its core, destination development is all about bringing
together planning, policy, and capacity building efforts to:
At the provincial level, the program’s vision is to ensure that: • Ensure that a destination is well positioned to make future
BC is a world-class tourism destination that offers remarkable strategic decisions.
products and experiences that are authentic, driven by visitor • Address impediments to growth and capitalize on
demand, exceed expectations, and align with BC’s brand. opportunities.
• Outline key assets of a destination including the main
product themes/experiences available.
2.3 PROGRAM GOALS
• Outline key priorities for new product, infrastructure and
The purpose of the 20 destination development strategies is amenity development.
to provide underlying support for the goals of the provincial
• Identify impediments to development and tourism growth
destination development program, which are:
(e.g., potential policy or capacity issues, available funding,
• To make British Columbia the most highly recommended access to funding, etc.).
destination in North America.
The West Kootenay/Revelstoke Destination Development
• To create strategic 10-year plans for tourism development Strategy will guide tourism partners as they proceed with
and improve return-on-investment for government and implementation. This strategy should be reviewed and
private sector investments in tourism assets. updated as necessary to reflect changing tourism objectives,
• To elevate British Columbia’s ability to compete as a priorities, and market conditions. Also, results should be
premium destination while making the province more tracked regularly to ensure lessons learned can help future
attractive for investment. implementation activities to be even more effective in
increasing economic, social, and cultural benefits to the
entire area.
FIGURE 5:
1
SETTING,
ACCESS
Five Dimensions + POLICIES
VISITOR EXPERIENCE
of Supply — the
Visitor Experience 2 INVESTMENT
ENHANCEMENT
3
EXPERIENCE
+ PRODUCT
DEVELOPMENT
4 VISITOR
SERVICING
5 CAPABILITIES,
SKILLS +
TRAINING
WEST KOOTENAY/REVELSTOKE | 12RED MOUNTAIN RESORT
Photo: Steve Ogle
The area’s strategy supports the goals
of the provincial destination
development program as well as:
• Provides strategic direction for the
region and guidance for local and
regional planning.
• Enhances stakeholders’ ability to
leverage their resources and
programs.
• Provides a platform for continuing
collaboration, alignment and
leveraging of resources amongst the
many contributors to the quality of
the destination experience.
2.4 METHODOLOGY
— PLANNING
PROCESS
This strategy has been tailored to the
West Kootenay/Revelstoke planning
area and embraces its strengths,
recognizes its constraints and current
weaknesses, and perhaps, most
importantly, respects the vision and
values of the distinct tapestry of
communities and residents that choose
to call this area their home.
THIS BOTTOM-UP,
CUSTOMIZED APPROACH
REQUIRED EXTENSIVE
CONSULTATION AND
COLLABORATIVE
DIALOGUE DURING A
10-MONTH PROCESS.
WEST KOOTENAY/REVELSTOKE | 13HALFWAY RIVER HOT SPRINGS
Photo: Kari Medig
This consultative and collaborative
approach resulted in a situation analysis
report and developed implementation
objectives by a Working Committee. A
full process outline is provided in
Appendix A. Appendix B offers a
summary of the various planning
considerations that informed these
discussions. While the focus of
discussion was the planning area, many
of the opportunities and constraints
identified may warrant consideration at
a larger regional or provincial level.
2.5 KEY OUTPUTS
The key outputs of this planning
process are:
• A comprehensive situation analysis of
the planning area
• Vision Story and Guiding Principles
for Destination Development
• General Goals for Destination
Development in the Planning Area
• Strategic Priorities and associated
Objectives for each Strategy Area
• Catalyst Projects and Actions
WEST KOOTENAY/REVELSTOKE | 143
ALIGNMENT REVELSTOKE AND COLUMBIA RIVER
Photo: Andrew Strain
The destination development strategy the program, each tourism region will
for the West Kootenay/Revelstoke integrate their sub-regional destination
planning area is one of four that will be development strategies into a regional
prepared for the Kootenay Rockies destination development strategy that
Tourism region, and one of 20 for the will underpin and inform a provincial
province as a whole. Over the course of destination development strategy.
FIGURE 6:
Planning
Areas in BC FORT
NELSON
FORT
STEWART ST. JOHN
DAWSON
Northeastern BC CREEK
Gold Rush Trail
SMITHERS
Northwestern BC
PRINCE TERRACE TUMBLER
RUPERT
RIDGE
North Thompson & Nicola Valleys
KITIMAT
Haida Gwaii PRINCE
GEORGE West Kootenays & Revelstoke
QUESNEL
Chilcotin Central Coast BELLA COOLA
VALEMOUNT
WILLIAMS LAKE Highway 1 Corridor
Sea-to-Sky Corridor
Columbia Valley
Sunshine Coast
GOLDEN
PORT SALMON
HARDY REVELSTOKE
ARM
North Island CAMPBELL WHISTLER
KAMLOOPS
POWELL VERNON
RIVER
RIVER
South Central Island COMOX
SECHELT KELOWNA
NELSON KIMBERLEY
VANCOUVER PENTICTON
TOFINO HOPE CRANBROOK
NANAIMO RICHMOND
Greater Victoria UCLUELET OSOYOOS
Highway 3 Corridor
Metro Vancouver VICTORIA
Shuswap North Okanagan
Fraser Valley Okanagan Valley
Interlakes
WEST KOOTENAY/REVELSTOKE | 15The destination development strategies themselves will be human resources, and marketing) play an important role in
influenced by, and where appropriate reflect, complement many aspects of demand-side development, specifically in
and leverage, other planning initiatives. At the senior relation to the involvement and interests of the private sector.
government level, tourism strategies developed by the The promotional (and in some cases broader development)
Government of Canada, the Canadian Tourism Commission efforts of DMOs have a clear connection to the destination
(now Destination Canada), and the Government of British development process as each represents an essential element
Columbia, can provide high-level guidance on the changing of market transactions we call tourism. And second, local
tourism landscape and how domestic industry (and community and regional plans, whether for tourism,
communities) can adapt and thrive. economic development, community development,
infrastructure, services or land use are foundational for
Two other layers of planning are relevant to the destination destination development. Current, relevant plans and how
development process. First, associations and agencies they interact with destination development were identified in
representing different tourism sub-sectors (e.g., adventure the Situation Analysis.
tourism, mountain biking, skiing) and services (e.g., advocacy,
FIGURE 7:
Levels of Destination
Development Planning
Highway 1 Corridor Columbia Valley
Destination Development Destination Development
Strategy Strategy
KOOTENAY
Highway 3 Corridor ROCKIES West Kootenay/Revelstoke
Destination Development DESTINATION Destination Development
Strategy DEVELOPMENT Strategy
STRATEGY
PROVINCIAL DESTINATION
DEVELOPMENT STRATEGY
WEST KOOTENAY/REVELSTOKE | 164
SUCCESS NETWORK NEW DENVER
Photo: Kari Medig
SUCCESS Successful destination development
implementation recognizes that
during implementation, leads and
involved parties would need to be
NETWORKS “we all have a role to play”. The verified. In many instances, executing
recommendations contained within on an initiative may require sharing
REPRESENT THE this Destination Development Strategy responsibilities and entities listed will
CLUSTERS OF form the foundation for additional be responsible to lead their own areas.
focused and aligned discussions It is believed that only by working
BUSINESSES AND regarding implementation locally, collaboratively in the continued planning
ORGANIZATIONS regionally, and provincially. Organizations
identified within each tactical success
and implementation of destination
development, the full potential of the
(PRIVATE SECTOR, network will be able to review the West Kootenay/Revelstoke planning
potential for growing tourism, by leading, area can be realized. As this planning
GOVERNMENT or supporting implementation, and process is not intended to duplicate
AND NOT-FOR- action. It does not imply the organizations
have committed or endorsed the tactic.
ongoing efforts or create new
organizational or administrative structures,
PROFIT) WHO This strategy is intended to inform the implementation of this strategy
conversations that may lead to future should first be executed through
ARE ENCOURAGED investments and actions, or that will existing organizations, where possible.
TO COLLABORATE contribute to growing this planning area’s
A number of tourism partners have
and British Columbia’s visitor economy.
AND WORK already articulated their desire to work
Joint strategy ownership among all cooperatively on destination development
IN HARMONY planning area tourism partners is a initiatives. The following partners have
TO BRING THE critical component of this program’s
success. The planning process identifies
been identified collectively through the
strategy development process as likely
OPPORTUNITY a suggested success network of tourism playing a role in moving a potential
partners to champion and move actions objective or action forward:
TO FRUITION. within each objective forward. However,
WEST KOOTENAY/REVELSTOKE | 17FIGURE 8: Key Governmental and Management Organizations
FEDERAL FIRST NATIONS PROVINCIAL REGIONAL LOCAL
• Destination • Ktunaxa Nation • Destination BC • Regional Airports • Local Governments
Canada • Sinixt Nation • Indigenous • Regional Districts • Community
• Western Tourism BC • Regional DMOs
Economic • go2HR Chambers • Chambers of
Diversification of Commerce Commerce
• Ministries/
• Parks Canada Agencies: • Economic • Visitor Centres
• Department - Tourism, Arts Development • Tourism Operators
of Ocean and Culture Organizations
and Fisheries • Arts, Culture,
- Jobs, Trade and • Funding Heritage
Technology Organizations and Organizations
Trusts
- Transportation • Clubs/Volunteer
and • DMOs Groups
Infrastructure • Post-Secondary • Residents
- Forests, Lands, Education
Natural Resource Institutions
Operations and
Rural
Development
- Indigenous
Relations and
Reconciliation
- Environment
and Climate
Change Strategy
- Agriculture
- Municipal Affairs
& Housing
Over time, this destination development strategy should revenues and benefits to businesses and communities, while
inform and become embedded in local, regional, provincial, respecting community values and their commitment to
and federal decision-making processes. The result will be an environmental and social sustainability. This integration will
integrated system of priorities that will achieve better contribute to a thriving, vibrant, and growing economy.
development and investment decisions, drive greater tourism
WEST KOOTENAY/REVELSTOKE | 185
A DISTINCTIVE
DESTINATION
NAKUSP
Photo: Kari Medig
5.1 OVERVIEW OF The West Kootenay/Revelstoke planning
THE PLANNING
AREA area stretches from Rossland, Trail, and
Castlegar in the west, to Revelstoke in
the north, and Creston in the south-east.
The southern boundary is the United
Sates border.
The planning area includes the people), although declared extinct by
communities of Revelstoke, Nakusp, the Federal government in 1956 are
New Denver, Silverton, Slocan, Kaslo, currently pursuing a reversal of this
Creston, Nelson, Castlegar, Salmo, decision. Sinixt traditional territory also
Rossland, Trail, Montrose, Fruitvale, overlaps with the West Kootenay/
Warfield, and all areas of the Regional Revelstoke planning area.
District of Central Kootenay, Areas A
and B of the Regional District of Tourism and recreation opportunities as
Kootenay Boundary, and Area A of the well as amenity migration have begun to
Columbia Shuswap Regional District. shift the dependence from a resource
based to a more diversified economy.
The West Kootenay/Revelstoke Alongside tourism, forestry, mining,
planning area is part of the traditional and agriculture remain important
territory of the Ktunaxa First Nation. sectors. There is also a significant
The Sinixt First Nation (Arrow Lakes service sector that includes health and
WEST KOOTENAY/REVELSTOKE | 19education in the planning area. Recently the number of Power’s role is to develop, build and operate these projects on
technology-based companies choosing the West Kootenay/ behalf of the partnership. Income from these projects is
Revelstoke area as their base of operations has increased. distributed equally to the Trust and Columbia Power. CBT
The MIDAS Centre in Trail recently opened offering the uses its income to support efforts by residents of the region
latest digital fabrication technology (with a focus on metal to create social, economic and environmental well-being in
technology and fabrication) and is open to the public the Basin. Columbia Basin Trust reported in July 2016 that it
through membership. had delivered $31 million in funding to projects in the last year.
CBT has thirteen strategic priorities, many of which align well
Columbia Power and the Columbia Basin Trust (CBT) have a with destination development.
long history and partnership in the planning area. Columbia
5.2 CORE ATTRACTORS/DEMAND GENERATORS
The West Kootenay/Revelstoke planning area is best known for its
outdoor activities and access to nature, in particular its backcountry.
In winter, the planning area capitalizes on its epic powder and has a
density of ski resorts and backcountry lodges.
The area’s heli-ski, and cat-ski operators provide strong
TRAILS AND BOARDWALKS, AS WELL AS
visitation to communities such as Revelstoke, Nelson, and
Rossland. With five cat-ski companies in the Nelson Kootenay MORE ADVENTUROUS MULTI-NIGHT
Lake and Slocan Valley areas (Baldface, Selkirk Snowcat
BACKCOUNTRY ROUTES.
Skiing, Retallack, White Grizzly, and Valhalla Powder Cats)
this region has earned the designation of Cat Ski Capital of Mountain biking has grown in popularity in recent years with
the World. The majority of BC’s backcountry lodges are found rides like the Seven Summits in Rossland achieving epic status
here. Public recreationalists also come to the area in winter from IMBA (International Mountain Biking Association).
for its accessible backcountry ski touring and the networks of Alpine climbing, cragging, and bouldering enthusiasts can find
nordic trails maintained by community clubs. many great spots.
In spring through to fall, the combination of provincial and Also compelling, particularly to the large Alberta volume of
national parks and associated trail systems offers exceptional visitors, is the abundance of freshwater in the planning area.
camping and hiking opportunities. Kokanee Creek Provincial The region has drawn generations of visitors for summer
Park is one of the most visited parks in the Kootenays. vacations “at the lake” as well as those who seek to paddle,
kayak, standup paddleboard, or experience whitewater runs.
VALHALLA PROVINCIAL PARK IS Nelson Kootenay Lake, Slocan Lake, and the Arrow Lakes are
iconic natural assets. Communities such as New Denver,
WORLD-RENOWNED FOR ITS Silverton, and Kaslo are very busy during the summer months.
BACKCOUNTRY EXPERIENCE. THE Rivers draw travellers for angling, rafting, floating, and other
paddling experiences. The Columbia River, the Kootenay
NETWORK OF TRAILS INCLUDE RAIL
WEST KOOTENAY/REVELSTOKE | 20USA NW
YK WEST KOOTENAY/
SK REVELSTOKE
Towns and Indigenous Communities
BC Highways
AB
Lakes and Rivers
Provincial Parks and Protected Areas
1. Bugaboo Park
USA 2. Goat Range Park
3. Purcell Wilderness Conservancy Park
1 4. Valhalla Park
5. Kokanee Glacier Park
1 6. Syringa Park
7. West Arm Park
2 8. Lockhart Creek Park
9. Kianuko Park
National Parks
Revelstoke 1. Glacier National Park of Canada
1 2. Mount Revelstoke National Park
of Canada
DESTINATION
BRITISH COLUMBIA
TM
0 25 50
Km
23
31
2
3
Nakusp
6
31A
New Denver
Kaslo
Silverton
4
5
Slocan
3A
8
7
9
Nelson
6
Castlegar
Salmo Creston
22 3
Rossland Lower Kootenay
Trail Indian Band 21
Fruitvale
(Yaqan nu?kiy)
Warfield MontrosePURCELL MOUNTAINS
Photo: Albert Normandin
River, and the Slocan River are the best BRIDGING BOTH
known. Yet there are countless other
rivers in the planning area. NATURE AND CULTURAL
EXPRESSION, ARE THE
The area also has a number of hot
springs experiences that draw visitors PLANNING AREA’S
from near and far including Ainsworth
AGRICULTURAL AND
Hot Springs (recently purchased by the
Ktunaxa Nation who intend to CULINARY OFFERINGS.
incorporate Indigenous cultural
LOCAL, ORGANIC
interpretation into this spiritual site),
Halcyon Hot Springs (recently PRODUCE AND
purchased by a private investor with PRODUCTS ARE SOUGHT
plans to expand), Nakusp Hot Springs
owned by the Village of Nakusp and AFTER BY LOCALS AND
several “hidden treasures” — natural VISITORS ALIKE WITH
hot spring pools for those seeking a
natural setting. While many destinations ALMOST RELIGIOUS ZEAL.
in BC offer incredible outdoor
Creston reigns supreme as the
adventure, far fewer can pair this with
agricultural capital of the West
the healing quality of these hot springs.
Kootenays. However, smaller local
The planning area also benefits from a producers are found throughout
signficant artistic community found including the Slocan Valley, Castlegar,
throughout the entire planning area, and Trail. Exceptional culinary
with dense clusters found on the East experiences rivalling large urban centres
Shore of Kootenay Lake (Crawford are available in the planning area, with
Bay), Nelson, Balfour, and Kaslo area. Nelson leading the restaurant scene.
The history and heritage of the Ktunaxa Plentiful boutiques and colourful local
Nation will become more visible as the retail experiences are available in
Nation pursues its objectives for both Rossland, Nelson, Nakusp, and Kalso.
tourism and cultural sharing. This First
All of these natural and cultural
Nations history, the settlement of the
elements give rise to what is frequently
area by Russian Doukhobours around
called the Kootenay Vibe — a near
Castlegar, the silver and gold mining
tangible feeling found throughout the
stories of Trail, Rossland and Trail’s
Kootenays, but particularly beloved in
Italian heritage and covered stairways,
the West Kootenays. While almost
ghost towns of today found at Sandon,
impossible to define, it is the expression
and the Japanese internment history at
of residents’ freedom-loving, diversity
the Nikkei Centre in New Denver (a
embracing, slowing — down, and set of
National Historic Site), create a distinct
values, that is attractive to urban
tapestry that motivates travel for some.
dwellers seeking refuge and
It also adds memorable texture to the
rejuvenation. The West Kootenay/
destination experience for all.
Revelstoke area offers travellers the
opportunity for wellness.
WEST KOOTENAY/REVELSTOKE | 22BUGABOO PROVINCIAL PARK
Photo: Kari Medig
5.3 ACCESS AND KEY
INFRASTRUCTURE
While the West Kootenay/Revelstoke
planning area is accessible by air, the
majority of visitors arrive in private
vehicles by road. Visitors arriving by air
will fly to Cranbrook, to Castlegar, or to
Trail. Pacific Coastal Airlines has also
launched winter service to Revelstoke.
The closest United States airport is in
Spokane, Washington.
TRAVEL BY ROAD IS
SCENIC; DRAWING
MOTORCYCLE AND
SPORT CAR TOURING,
AS WELL AS RVS AND
TRAILERS.
The primary east-west highway is
Highway 3 in the south. Revelstoke is
situated on the Trans-Canada Highway
1 in the north. North to south
connections includes use of inland
ferries at Kootenay Bay — Balfour and
Shelter Bay — Galena Bay. Travellers
arriving from the Okanagan area utilize
the inland ferry at Needles/Fauquier.
There are visitor centres in most
communities that provide visitor
information, assistance, and advice.
5.4 SWOT SUMMARY
There are currently multiple iconic
demand generators and an abundance
of additional experiences which have
the potential to increase visitor interest
in the West Kootenay/Revelstoke
planning area.
WEST KOOTENAY/REVELSTOKE | 23FIGURE 9: Iconic Today vs. Potentially Iconic
ICONIC TODAY POTENTIALLY ICONIC
Mountain-based Art / Culture
Experiences • Festival Events
• Resort Skiing/ • Local Art, Artisans,
Boarding Artists
• Cat/Heli-Skiing • Unique Shops /
Trail-based Heritage
• Backcountry Touring Restaurants
+
Experiences • Museums
• Mountaineering • Organic Farms /
• Hiking • Discovery Centres Farm to Table
• Rock Climbing Culinary
• Mountain Biking • Cultural Centres
• Ktunaxa Cultural
• Events Water-based • Tours
Experiences
Experiences
• Hot Springs Wellness
• Paddling • Spas
• Retreats
OF NOTE IS THE FACT THAT MUCH OF There are clusters of tourism experiences that have succeeded
in creating a critical mass of remarkable experiences that
TODAY’S “ICONIC” IS NOT READILY motivate travel to these destinations — Revelstoke, Nelson,
MONETIZED AND IS ACCESSIBLE FREE and Rossland are examples of the kind of year-round tourism
success that is possible in the West Kootenay/Revelstoke
OF CHARGE BY THE GENERAL PUBLIC. planning area. These communities, through the public and
THIS IS BOTH AN OPPORTUNITY AND private sector collectively, have made investments in year-
round infrastructure, amenities, and experiences that
A CHALLENGE THAT MUST BE leverage the wealth of natural and manmade assets. By
CONSIDERED IN DESTINATION creating opportunities to monetize their assets (gear rental,
guided tours, lift capacity) and complimenting these outdoor
DEVELOPMENT FOR THE AREA. experiences with infrastructure, amenities, and cultural/
While these iconic demand generators are developing, it heritage experiences protected from weather, these
must be acknowledged that the West Kootenays is a relatively communities have been able to broaden the audience.
remote destination. Today’s visitor volumes allow most
However, in-between these destinations are rural areas
businesses to survive rather than flourish and there are gaps
struggling to secure a level of visitation that can support
in its experiential offerings to visitors. The ability to address
business viability. There are isolated successful operations
these gaps is compounded by resource challenges: a
such as Retallack between Nakusp and Kaslo, and Ainsworth
relatively small population with limited financial and human
Hot Springs between Kaslo and Nelson. Other businesses
resource capacity.
and communities may first need to consider destination
development opportunities that are collections of
WEST KOOTENAY/REVELSTOKE | 24ZUCKERBERG ISLAND HERITAGE PARK
Photo: Dave Heath
experiences, which when combined offer
a scope and scale necessary to motivate
travel. To develop new opportunities,
collaboration and a foundational
investment in education for all residents
will be required. This collaboration and
investment will build a common
understanding of the value of tourism and
generate support for its development.
5.5 DESTINATION
POTENTIAL
Any destination when considering its
potential and its future will need to
consider the visitor perspective. The visitor
engages in a variety of destination
experiences, some of which are offered by
the private sector, and some of which arise
from the efforts of community groups
and non-governmental organizations.
All of these experiences occur within
the natural and cultural environment of
the destination. Surrounding this
experience delivery and environmental
context is the “policy box” — local,
regional, provincial and national policies
and regulations which inform, support,
limit or otherwise shape the natural
and cultural environment. This “policy
box” may also support, limit or influence
how the private sector and community
groups deliver visitor experiences.
Destination potential identifies the
current, developing, and potential
destination strengths for priority
consideration in destination development.
Destination potential also indentifies
key assets in the natural and cultural
environment that offer points of
leverage. In addition, it highlights the
critical policy considerations required
for successful destination development.
WEST KOOTENAY/REVELSTOKE | 25FIGURE 10: In the West Kootenay/Revelstoke planning area, the experiences offered by the
private and NGO/community sector can be categorized as follows:
Private Sector vs.
NGO/Community CURRENT
STRENGTH
DEVELOPING
STRENGTH
POTENTIAL
STRENGTH
Delivered Continue to Support
through Destination
Support and Invest
as part of Destination
Consider for Investment
as part of Destination
Development Development Development
PRIVATE • Ski Resorts • Restaurants • Guided Tours
SECTOR • Heli /Cat Ski • Retail Shops • Equipment Rental
DELIVERED Operations • Hotels • Private Galleries
• Backcountry • Spas • Farm/Agritourism
Lodges Experiences
NGO/ • Trail Networks • Festivals
COMMUNITY • Museums
DELIVERED
• Galleries
• Performance
FIGURE 11: The key assets found in the natural and cultural environments of the West
Kootenays, that offer leveraging opportunities, for destination development are:
Key Assets
NATURAL ENVIRONMENT CULTURAL ENVIRONMENT
Assets to Leverage in Assets to Leverage in
Destination Development Destination Development
• Mountains • Community “Vibe”
• Lakes/Rivers • Comminity Values
• Hot Springs
• Backcountry Access
FIGURE 12: The key policy considerations of primary relevance to the West Kootenay planning
area are:
Key Policy
Considerations Key LOCAL / REGIONAL Policy
Considerations of Primary Relevance
Key PROVINCIAL AND FEDERAL Policy
Considerations of Primary Relevance to the
to the West Kootenay Planning Area West Kootenay Planning Area
• Policies that support local/regional • Ecosystem Integrity and Sustainability
collaboration • Land Use Planning
• Policies that address nightly • Assessment/Access to Commercial
rental/sharing economy Recreation Tenures
• Policies that educate on the value of • Resource Road Maintenance/Access
tourism and embed tourism values in
local/regional planning • Labour Supply
• Highway Maintenance
• Highway Signage
• Inland Ferry Capacity/Sceduling
WEST KOOTENAY/REVELSTOKE | 26FIGURE 13: Destination Assessment
LOCAL/REGIONAL POLICY BOX PROVINCIAL/FEDERAL
· NIGHTLY RENTAL · SIGNAGE · INLAND FERRY CAPACITY · AIR ACCESS
· GRANTS · ZONING/BY-LAWS · HIGHWAY MAINTENANCE
L ENVIRONM
· COLLABORATION · HIGHWAY SIGNAGE
R A
U LDLIFE · LAKE · RIVERS · MOUN EN
· FUNDING FOR
T ARTS, CULTURE,
NA S · WI T AND HERITAGE
TA
IN · NATIONAL
S
TA ·B
ECTOR EXPERIE
S HISTORIC
VI AC
IC
ATE S NC K SITES
IV ES
N
CO
R
CE
P RESTAURANTS
UN
·S
SHOPS
TR
GS
Y
IN
HOTELS
· C
SKI RESORTS TOURS
S PR
O
SPAS
MM
CAT/HELI EQUIPMENT
HOT
RENTAL
UN I T
BACKCOUNTRY
GALLERIES
U NI T Y V I B E ·
LODGES
Y VALUES · COMM
FARMS
VISITOR
MM
· CO
TRAILS
UN
CS
FESTIVALS
ET I
IT Y
MUSEUMS
H
IN
ST
FR
GALLERIES
E
YA
ST A
PERFORMERS
IT
R
N
NG
UC
NT
U
TU
O EN
VIR O N M E
M RE
M
CU
CO
N T
LTU E
· ALR · RMI
RAL E ONM
· UNDERSTAND · LABOUR
& VALUE TOURISM
· BUSINESS
N VIR · ECOSYSTEM
MANAGEMENT
APPROVALS/LICENSING · LAND USE PLANNING · FISHERIES
· MENTORING · SEED CAPITAL · COMMERCIAL RECREATION TENURES
· RECONCILIATION · RESOURCE ROAD
· PROVINCIAL PARK MANAGEMENT PLANS
· FOREST STEWARDSHIP
CURRENT STRENGTH Continue to support as part of Destination Development
POTENTIAL STRENGTH Consider Investment as part of Destination Development
DEVELOPING STRENGTH Support and invest as part of Destination Development
Leverage points in the Natural and Cultural Environment of the West Kootenays
WEST KOOTENAY/REVELSTOKE | 276
A DISTINCTIVE
DIRECTION
REVELSTOKE MOUNTAIN RESORT
Photo: Andrew Strain
6.1 A STRATEGIC A vision story for the West Kootenay/Revelstoke planning area was created as a
compass for its destination development journey. It reflects the aspirations of
VISION FOR TODAY tourism partners and describes the West Kootenay planning area as a destination in
AND TOMORROW ten years’ time. Key descriptors, highlighted in bold, were felt to capture the essence
of this destination. The goals, objectives, and actions within this strategy have been
prioritized to achieve the elements identified within this vision. Planning process
participants did not feel it appropriate to condense this vision story into a short
statement, as they felt shorter versions lost the intention and depth needed to
inform destination development.
THE WEST KOOTENAY/REVELSTOKE
AREA IS A DESTINATION OF
AWE-INSPIRING BEAUTY — A PLACE
TO BE NURTURED AND THAT, IN RETURN,
NURTURES THOSE WHO VISIT AND THOSE
WHO CHOOSE TO STAY. PASSIONATE
TRAVELLERS WITH A SENSE OF ADVENTURE
AND THOSE SEEKING DISCOVERY BOTH
BEYOND THE HORIZON AND WITHIN
THEMSELVES ARE DRAWN HERE FOR THE
AREA’S REMARKABLE OUTDOOR RECREATION
AND THE WELCOMING ECCENTRICITY OF THE
AREA’S MANY SMALL COMMUNITIES, EACH
OFFERING THEIR OWN INTERPRETATION OF
THE EVER-PRESENT “KOOTENAY VIBE”.
WEST KOOTENAY/REVELSTOKE | 28KOKANEE MOUNTAIN ZIPLINE
Photo: Kari Medig
THIS VIBE IS EXPRESSED visitor economy is embraced by many
as a means to sustain their lifestyle
VIVIDLY IN THE MANY through a steady flow of multi-night
CULTURAL, ARTISTIC AND stays of visitors travelling through the
region. Service standards are high and
CULINARY OFFERINGS the area leads British Columbia in Net
SHARED WITH VISITORS. Promoter Score.
IT HAS ITS ROOTS IN A West Kootenay/Revelstoke visitor
experiences are many and varied yet
RICH HISTORY AND
they share a commitment to authenticity
HERITAGE THAT and that which is real and local. And
CONTINUES TO BE that which is local, is world-class.
World-class deep snow and big mountain
CELEBRATED. THIS IS A adventure. World-class trail networks
PLACE OF STORYTELLING. for mountain biking, hiking and road
biking. World-class field to table
These stories include those of the culinary experiences. World-class
Ktunaxa and Sinixt who have a visible health and wellness that includes the
presence in their traditional territory. area’s remarkable hot springs and spas
Relationships with these First Nations but extends beyond to zen sports and
are caring, strong and respectful. backcountry immersion where deep
personal reflection and growth can occur.
Residents of the West Kootenay/
Revelstoke area relish living here but Everyone from residents to seasonal
also understand the importance of the staff to elected officials understands
visitor economy. They support efforts that delivery of “world-class” is a shared
to share this special place with those responsibility — collaboration is essential
that like themselves are passionate, and is the norm — collaboration
value kindness, accept diversity and between individuals, between
wish to contribute to the stewardship of businesses, between users of the land
the land and waters while renewing base and between communities. There
themselves and reconnecting through is no need to compete with each other
physical activity, quiet contemplation — the competition is other international
and cultural expression. ecotourism destinations. Keeping the
visitor within the West Kootenay/
There is a spirit of innovation here Revelstoke area and moving them from
— entrepreneurs who share community one community to the next is always at
values are welcome and supported. The the top of everyone’s mind.”
WEST KOOTENAY/REVELSTOKE | 29SLOCAN VALLEY RAIL TRAIL
Photo: Kari Medig
6.2 OVERARCHING GOALS
The established destination development
goals for the area are aspiring, yet realistically
achievable. There are eight overarching goals
to be monitored as implementation proceeds:
1. Increase the economic value top Net Promoter Scores in
of tourism British Columbia
2. Increase overnight stays in the 7. Increase number of tourism
shoulder season businesses open and viable at least
9 months of the year
3. Increase average length of stay
in the planning area 8. Increase number of year-round
tourism job opportunities
4. Increase average visitor yield
To achieve these overarching goals,
5. Increase awareness of West
strategic priority areas for destination
Kootenay/Revelstoke as a preferred
development in the West Kootenay/
travel destination
Revelstoke planning area have been
6. West Kootenay/Revelstoke identified, each with their own, more
communities are ranked among the specific targets to be monitored.
6.3 GUIDING PRINCIPLES FOR
DESTINATION DEVELOPMENT
As the journey of destination • Understanding of the essential need
development continues in the West to protect the environment and
Kootenay/Revelstoke planning area, maintain ecosystem health
choices will have to be made and • The need for visitors and residents
priorities set. The following principles alike to retain the ability to reconnect
were developed to guide the area’s through nature and find peace/quiet
decision-making. Destination development
in the West Kootenay/Revelstoke • The need to retain the essence of
planning area will be guided by: discovery and adventure that defines
this place
• Respect for all residents and visitors, • Innovative thinking
including First Nations
• Understanding of the power
• Appreciation and respect for of collaboration
community values and community
distinctiveness
WEST KOOTENAY/REVELSTOKE | 30You can also read
